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Role of Digital Strategy in Managing the Planning Complexity of Mega Construction Projects

Author

Listed:
  • Iliyasu Abdullahi

    (Nottingham University Business School China, The University of Nottingham Ningo China, Ningbo 315104, China)

  • Casey Watters

    (Faculty of Law, Bond University, Robina, QLD 4226, Australia)

  • Georgios Kapogiannis

    (Oryx Universal College in Partnership with Liverpool John Moores University, Doha P.O. Box 12253, Qatar)

  • Michal K. Lemański

    (Institute for Human Resource Management, WU Vienna, Welthandelsplatz 1, 1020 Vienna, Austria)

Abstract

Background: This study investigates the potential of digital construction to enhance the planning competence of project managers in dealing with the complexities of mega construction projects. Traditional project strategies often struggle to adapt in dynamic situations, particularly evident in mega construction endeavours. Drawing inspiration from successful digital strategies in manufacturing, this research proposes that adopting digital techniques could bolster project managers’ ability to navigate complexity during construction, leading to improved infrastructure delivery within budget and on schedule. Methods: Employing a quantitative approach, this study utilized an online questionnaire to gather insights from project managers. The proposed hypothesis was assessed using a one-sample t -test. Additionally, Pearson’s correlation coefficient was employed to gauge the strength of the relationship between various constructs. This approach aimed to determine the extent to which digital construction can support effective complexity management during mega construction projects. Results: The results indicate that digital construction equips project managers with enhanced capabilities to efficiently coordinate and allocate resources in real-time within complex construction environments, thereby optimizing overall project performance. Despite these advantages, the findings also reveal that managers continue to encounter challenges overseeing numerous participants during infrastructure construction. This suggests that while digital construction contributes to improved planning against complexity, addressing the management of multiple stakeholders remains an ongoing challenge. Conclusions: This study presents a novel contribution to the construction industry by demonstrating the potential of synergizing various digital tools throughout construction processes to empower project managers in effectively addressing the complexities inherent in mega construction planning. Furthermore, it underscores how digital construction confers a dynamic advantage for project managers in navigating complexities and enhancing overall project performance.

Suggested Citation

  • Iliyasu Abdullahi & Casey Watters & Georgios Kapogiannis & Michal K. Lemański, 2023. "Role of Digital Strategy in Managing the Planning Complexity of Mega Construction Projects," Sustainability, MDPI, vol. 15(18), pages 1-18, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:18:p:13809-:d:1241064
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    References listed on IDEAS

    as
    1. Ivona Ivić & Anita Cerić, 2023. "Risks Caused by Information Asymmetry in Construction Projects: A Systematic Literature Review," Sustainability, MDPI, vol. 15(13), pages 1-25, June.
    2. Rajeev Dwivedi & Pradeep Dwivedi, 2021. "Role of Stakeholders in Project Success: Theoretical Background and Approach," International Journal of Finance, Insurance and Risk Management, International Journal of Finance, Insurance and Risk Management, vol. 11(1), pages 38-49.
    3. Yuan Liang & Casey Watters & Michał K. Lemański, 2022. "Responsible Management in the Hotel Industry: An Integrative Review and Future Research Directions," Sustainability, MDPI, vol. 14(24), pages 1-18, December.
    4. Jinfan Zhang & Yun Chen & Da Wang & Yinghui Zhang, 2023. "Learning in MTS of Construction Megaproject: A Conceptual Framework," Sustainability, MDPI, vol. 15(5), pages 1-14, February.
    5. Johan Ninan & Stewart Clegg & Steve Burdon & John Clay, 2023. "Reimagining Infrastructure Megaproject Delivery: An Australia—New Zealand Perspective," Sustainability, MDPI, vol. 15(4), pages 1-14, February.
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